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From Concept to Growth: Remembering the Essential Role of Traction in MVP Success
Julian Walder is an entrepreneur and startup builder known for strategic marketing, innovation, and product management. Fueled by curiosity, he leverages technology to solve real-world problems.
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In this series I document my product management challanges and definitely some other's that inspire me
The variation in product management responsibilities in new ventures and stable companies, and the particular talents required in each situation
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Balancing Business Development, Relationships, and Social Exchanges
My entrepreneurial journey is a mosaic of diverse experiences, with over 10 startups under my belt. This path wasn't always lined with roses. Alongside the euphoria of securing funding and the triumph of successful exits, there were ventures that never took off. Ideas, some of which I was deeply passionate about, had to be shelved. Whether it was due to a lack of a dedicated tech team, absence of tangible traction, or at times, my personal inability to maintain focus, failures have been as much a part of my journey as successes. But it's the combination of these highs and lows that offers me a holistic perspective, especially when pondering what truly matters in the very nascent stages of a startup.
Having been through the entire startup spectrum, I've arrived at a conviction, perhaps seen as audacious by some: for a very early-stage startup, nothing is as telling as the traction its MVP achieves. Diving deeper:
The traction your MVP gains serves as the earliest, most tangible validation of your product-market fit. It directly mirrors the market's interest, demand, and potential for scalability. Still:
Beware the Echo Chamber: It's easy to fall into the trap of relying on friends and personal networks for feedback. As well-intentioned as they might be, they could accidentally skew your perceptions. Often, they shy away from candid critique to avoid disappointing you.
The True Measure of Traction: Gifting your product "for free" might get you users, but it won’t necessarily validate its value. Real traction demands an exchange. Even if it’s an MVP, it should solve a user problem. In return, the user should offer something, be it personal data or a token monetary contribution. If it's for free, can it truly be called traction?
The line between a potent MVP and a premature product is razor-thin. Your MVP should encapsulate the core value proposition, and its traction can be pivotal in guiding its evolution.
Creation: venturing into the world of startups, particularly when conceptualizing and crafting the MVP, can be likened to the intricate process of giving life to a new species. Just as a bird's wings need precise calibration for flight, an MVP must be tailored to its market with precision. And much like nature’s trial and error, determining the optimal wing (or MVP) size often involves multiple iterations and relentless measurement of traction for each variant.
Iteration: However, this experimental approach is a double-edged sword. While diversifying MVPs to test various market fits provides invaluable insights, it also accelerates the burn rate. Thus,
Being careful with money is very important when trying different versions of a product to find the best fit, as it can use up funds quickly.
Allocating a judicious percentage of your startup budget for these MVP variations can act as a safeguard against over-expenditure. Going all in, dedicating 100% of funds solely to MVP creation can hurt your business. Set aside a smart part of your budget for this, so you don't use all your money and harm your startup. Spending everything on iterating MVPs is like focusing on the bird's wings but forgetting the food - your startup might not make it far. Not even reaching the first angel.
Bill Aulet's "The Disciplined Entrepreneurship" from MIT accentuates the essence of a methodical approach in startup ventures. Key takeaways from this enlightening read include:
Beachhead Market Focus: An oft-made mistake by startups is scattering their energies in pursuit of a wide audience. For your MVP, a laser-focused approach on a specific beachhead market can optimize traction.
Focusing on a small target market helps make your product more appealing, increasing its chances for success.
Iterative Strategy: Aulet champions a cycle of iteration in product evolution and market interaction. Emphasizes the importance of continually iterating in both product development and market engagement. But how many times should you iterate? Traction gives you a clue. By evaluating early traction, you can gauge and adjust the number of iterations needed for success
For traction to be deemed valuable, in my opinion, it should chart an exponential growth pattern. During their inception stages, startups should aim for a trajectory that captivates early adopters, eventually leading the charge to bridge Moore's iconic chasm. This pivotal moment marks the startup's transition from early adopters to the early majority, an indication of wider market assimilation.
In the initial stages of a startup, the trajectory of traction can often be visualized as an exponential curve, driven in large part by virality. Virality, essentially a metric indicating the rate at which your product permeates the market, acts as a catalyst. From my vantage point, there exists an intrinsic link between the beachhead market, virality, and this skyrocketing curve of traction, especially amongst early adopters.
One cannot underestimate the potency of virality in the modern digital age. When a product resonates so deeply within its beachhead market that users organically share and advocate for it, that's the sweet spot. This organic spread accentuates the traction, driving it into a steeper, more desirable ascent.
Yet, as essential as virality is, it's equally crucial to ensure your MVP has the stamina to keep up with this growth. The product should be robust enough to cater to the influx of early adopters, ideally covering anywhere between 3 and 16% of your serviceable market population (considering the Diffusion of Innovations theory introduced by Everett Rogers in 1962). This balance – between virality, market resonance, and product readiness – sets the stage for navigating Moore's Chasm and propelling a startup into its next phase of expansion.
I firmly believe in the value of diverse perspectives. So, to my fellow early-stage founders, I pose this question: What do you consider the primary KPI for an early-stage startup? Your experiences, successes, and even failures are treasure troves of insights, and I invite you to share and debate. After all, in the ever-evolving world of startups, continuous learning and open dialogue are the keys to innovation.